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Networks have assumed a place of prominence in the literature on public and private governing structures. The many positive attributes of networks are often featured-the capacity to solve problems, govern shared resources, create learning opportunities, and address shared goals-and a literature focused on the challenges networks pose for managers seeking to realize these network attributes is developing. The authors share an interest in understanding the potential of networks to govern complex public, or \"wicked,\" problems. A fundamental challenge to effectively managing any public problem in a networked setting is the transfer, receipt and integration of knowledge across participants. When knowledge is viewed pragmatically, the challenge is particularly acute. This perspective, the authors argue, presents a challenge to the network literature to consider the mind-set of the managers-or collaborative capacity-builders-who are working to achieve solutions to wicked problems. This mind-set guides network managers as they apply their skills, strategies, and tools in order to foster the transfer, receipt, and integration of knowledge across the network and, ultimately, to build long-term collaborative problem-solving capacity.

In this article, the authors discuss \"whole-of-government\" initiatives as a reaction to the negative effects of New Public Management reforms such as structural devolution, \"single-purpose organizations,\" and performance management but also as a reaction to a more insecure world. The authors examine what is meant by a \"whole-of government\" approach and explore how this concept might be interpreted in analytical terms. The structural approach is contrasted with a cultural perspective and a myth-based perspective. Finally, results, experiences, and lessons from the whole-of-government movement are discussed.

Research into e-government is relatively new. Nevertheless, much contemporary thinking and writing about e-government is driven by normative models that appeared less than a decade ago. The authors present empirical evidence from three surveys of local e-government in the United States to test whether these models are accurate or useful for understanding the actual development of e-government. They find that local e-government is mainly informational, with a few transactions but virtually no indication of the high-level functions predicted in the models. Thus, the models do not accurately describe or predict the development of e-government, at least among American local governments. These models, though intellectually interesting, are purely speculative, having been developed without linkage to the literature about information technology and government. The authors offer grounded observations about e-government that will useful to scholars and practitioners alike.

Public-private partnerships are enjoying a global resurgence in popularity, but there is still much confusion around notions of partnership, what can be learned from our history with partnerships, and what is new about the partnership forms that are in vogue today. Looking at one particular family of public-private partnerships, the long-term infrastructure contract, this article argues that evaluations thus far point to contradictory results regarding their effectiveness. Despite their continuing popularity with governments, greater care is needed to strengthen future evaluations and conduct such assessments away from the policy cheerleaders.

Can governmental organizations change? Reform initiatives have swept through governments in the United States and overseas, again and again bringing news about efforts to reinvent, transform, or reform government agencies. The variety of theoretical perspectives presents a rather confusing picture, but it provides insights into the nature of organizational change, and in particular, the causes of change and the role of managers in the change process. Some of the theories downplay the significance of human agency as a source of change. Conversely, other theories view managers' purposeful action as driving change, although environmental, cognitive, and resource constraints place limits on such action. Noting that managers can effect change tells people little, however, about whether an intended change actually occurs and about the best strategies for effecting change. Fortunately, a stream of research exists that contains various models and frameworks. Despite some differences in these models and frameworks, you will find remarkable similarities among them, as well as empirical studies supporting them.

This article examines learning in networks dealing with conditions of high uncertainty. The author examines the case of a crisis response network dealing with an exotic animal disease outbreak. The article identifies the basic difficulties of learning under crisis conditions. The network had to learn most of the elements taken for granted in more mature structural forms-the nature of the structural framework in which it was working, how to adapt that framework, the role and actions appropriate for each individual, and how to deal with unanticipated problems. The network pursued this learning in a variety of ways, including virtual learning, learning forums, learning from the past, using information systems and learning from other network members. Most critically, the network used standard operating procedures to provide a form of network memory and a command and control structure to reduce the institutional and strategic uncertainty inherent in networks.

Examining the rankings of American states in one fast-growing policy area, e-government, states with the most sophisticated and comprehensive policies varied over a five-year period. What factors account for change in digital government policy innovation over time? Using time-series analysis and 50-state data, the authors find that state institutional capacity is important for continued innovation. They also find an association between reinvention in state governments and the institutionalization of information technology, suggesting a more general orientation toward government reform and modernization. Although state wealth and education were not significant in previous studies, they emerge as predictors of later innovation. The theoretical contribution of this study is to better understand the dynamic character of innovation over time and the role of institutions. The link between reinvention and e-government raises the possibility that the modernization of state institutions generally facilitates innovation.

This study examines the relationship between public service motivation and antecedents believed to be important determinants of moral commitment. Research conducted during the past decade indicates that public service motivation is a valid construct that is useful for predicting outcomes that are important to public organizations and to society. The sample for the empirical study consists of winners of the Daily Point of Light Award and the President's Community Volunteer Award. Antecedents studied are volunteer experience, religious activity, and parental socialization. Quantitative and qualitative analyses are used to identify key determinants of public sector motivation. Religious activity is positively related to formal and informal volunteering. Interviews strongly support the quantitative findings, especially the importance of religion, but also highlight the role of life-changing events.

This article addresses the efforts of local governments to involve citizens in administrative processes. In particular, we explore the following questions: What social and political groups in the community promote citizen involvement? Which groups awre likely to succeed? What barriers obstruct citizen involvement efforts? Do administrative attitudes make a difference in undertaking citizen involvement? Using survey data, this study tests a framework that assumes the decision to involve citizens in administrative processes reflects administrative responsiveness to salient community stakeholders, normative values associated with citizen involvement, and administrative practicality. The statistical results confirm the bureaucratic responsiveness framework and point to future directions for citizen involvement research and practice.

The contracting of public services has been an integral part of public managers work for a long time, and it is here to stay. This essay sums up current research on the topic for busy practitioners and scholars. Where are we today with respect to the problems and pitfalls of contracting out, from balancing equity with efficiency to confronting the frequent problem of imperfect markets?